A TESCO CASE STUDY

TESCO- INTRODUCTION
A British multinational grocery and general merchandise retailer headquartered in United Kingdom Third-largest retailer in the world measured by revenues (after Walmart and Carrefour) and the second-largest measured by profits (after WalMart). Stores in 14 countries across Asia, Europe and North America and is the grocery market leader in the UK (where it has a market share of around 30%), Malaysia, the Republic of Ireland and Thailand.

INTRODUCTION(CONTD.)

6,351 stores (As of Apr 2012) worldwide 519,671 employees ( as of 2012) worldwide Employees are from culturally and socially diverse backgrounds needs people across a wide range of both store-based and non-store jobs: In stores, it needs checkout staff, stock handlers, supervisors as well as many specialists, such as pharmacists and bakers. Its distribution depots require people skilled in stock management and logistics. Head office provides the infrastructure to run Tesco efficiently. Roles here include human resources, legal services, property management, marketing, accounting and information technology.

THE AIM

Tesco aims to ensure all roles work together to drive its business objectives. It needs to ensure it has the right number of people in the right jobs at the right time. To do this, it has a structured process for recruitment and selection to attract applicants for both managerial and operational roles

THE DEVELOPMENT PROCESS

WORKFORCE PLANNING
Vital for Tesco to plan ahead Because the company is growing, Tesco needs to recruit on a regular basis for both the food and non-food parts of the business Positions become available because of: International expansion Retirement, resignation and promotion Changes in processes and technology

PLANNING PROCESS (CONTD.)

Process runs each year from the last week in February; quarterly reviews in May, August and November, giving Tesco sufficient time and flexibility to meet its demands for staff and allows the company to meet its strategic objectives. Tesco seeks to fill many vacancies from within the company. It practises what it calls 'talent planning'. This encourages people to work their way through and up the organisation Through an annual appraisal scheme, individuals can apply for 'bigger' jobs. Employees identify roles in which they would like to develop their careers with Tesco. Their manager sets out the technical skills, competencies and behaviours necessary for these roles, what training this will require and how long it will take the person to be ready to do the job

JOB DESCRIPTION AND SPECIFICATION

Job descriptions and person specifications provide the basis for job advertisements Help job applicants and post-holders to know what is expected of them. At Tesco these documents are combined. As they are sent to anyone applying for jobs, they : Contain enough information to attract suitable people Act as a checking device to make sure that applicants with the right skills are chosen for interview Set the targets and standards for job performance

JOB DESCRIPTION AND SPECIFICATION

Recruiting the right people at the right place

SKILLS AND BEHAVIOUR SET

Tesco has a seven-part framework that describes the key skills and behaviours for each job at every level in the company. This helps employees understand whether they have the right knowledge, skills or resources to carry out their roles

SKILL AND BEHAVIOUR SET

Work level 1 Description-frontline jobs working directly with customers. Various in-store tasks, such as filling shelves with stock. Specification- ability to work accurately and with enthusiasm and to interact well with others. Work level 2 Description-leading a team of employees who deal directly with customers. Specificationability to manage resources, to set targets, to manage and motivate others. Work level 3 Description-running an operating unit. Specification-Requires management skills, including planning, target setting and reporting.

Work level 4 Description-supporting operating units and recommending strategic change. Specification-requires good knowledge of the business, the skills to analyse information and to make decisions, and the ability to lead others. Work level 5 Description-responsible for the performance of Tesco as a whole. Specification-Requires the ability to lead and direct others, and to make major decisions. Work level 6 Description-creating the purpose, values and goals for Tesco plc. Responsibility for Tescos performance. Specification-Requires a good overview of retailing, and the ability to build a vision for the future and lead the whole organisation.

THERE ARE PEOPLE. AND THEN THERE ARE TESCO PEOPLE

Tesco people are easy to spot because they're always: Passionate about retail Focusing on the customer and striving to understand them better than anyone Driven to achieve results through determination and commitment. Committed to treating people in a fair and consistent way. Willing to roll their sleeves up to get things done. Determined to respond energetically to customer feedback. Motivated to work in partnership with others to achieve individual and team objectives Adaptable and flexible to thrive in a 24/7 business Devoted to seeking feedback on their performance and investing time in their own development

ATTRACTING AND RECRUITING

Recruitment involves attracting the right standard of applicants to apply for vacancies. Tesco advertises jobs in different ways. The process varies depending on the job available.

Internal recruitment

Tesco first looks at its internal Talent Plan to fill a vacancy. This is a process that lists current employees looking for a move, either at the same level or on promotion. If there are no suitable people in this Talent Plan or developing on the internal management development programme, options, Tesco advertises the post internally on its intranet for two weeks.

ATTRACTING AND RECRUITING

External recruitment Tesco advertises vacancies via the Tesco website www.tescocareers.com or through vacancy boards in stores. Applications are made online for managerial positions. The chosen applicants have an interview followed by attendance at an assessment centre for the final stage of the selection process. People interested in store-based jobs with Tesco can approach stores with their CV or register though Jobcentre Plus. The store prepares a waiting list of people applying in this way and calls them in as jobs become available.

ATTRACTING AND RECRUITING

For harder-to-fill or more specialist jobs, such as bakers and pharmacists, Tesco advertises externally:

Through its website and offline media

Through television and radio

By placing advertisements on Google or in magazines such as The Appointment Journal

SELECTION

Screening candidates is a very important part of the selection process. This ensures that those selected for interview have the best fit with the job requirements. In the first stages of screening, Tesco selectors will look carefully at each applicant's curriculum vitae (CV)

The company also provides a 'job type match' tool on its careers web page. People interested in working for Tesco can see where they might fit in before applying

The process Tesco uses to select external management candidates has several stages.

CONCLUSION
Workforce Planning allows a business time to train existing staff to take on new responsibilities and to recruit new staff to fill vacancies or to meet skill shortages Tesco has clear organisational structures, detailed job descriptions and person specifications. It provides userfriendly ways of applying for jobs and a consistent approach to recruitment and selection. This means it can manage its changing demand for staff.

THANK YOU
Submitted By: Ashna Banga Diya Negi Kuldeep Kumar Sakshi Malik Sudhanshu Shekar